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Characteristics of HRM

Human Resource Management involves recruiting, selecting, training, developing, and retaining employees. It aims to utilize employees' skills to meet organizational goals, while balancing professional standards and approachability. However, some experts argue that HRM promises more than it can deliver in practice. There is often a disconnect between the rhetoric of HRM and its real-world application. Additionally, some view HRM as potentially manipulative or exploitative of workers if not implemented carefully with their interests in mind.

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Almira Joie Battad
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3K views19 pages

Characteristics of HRM

Human Resource Management involves recruiting, selecting, training, developing, and retaining employees. It aims to utilize employees' skills to meet organizational goals, while balancing professional standards and approachability. However, some experts argue that HRM promises more than it can deliver in practice. There is often a disconnect between the rhetoric of HRM and its real-world application. Additionally, some view HRM as potentially manipulative or exploitative of workers if not implemented carefully with their interests in mind.

Uploaded by

Almira Joie Battad
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Characteristics of

Human Resource
Management
Human Resource Management
Is the process of recruiting, selecting, inducting employees,
providing orientation, imparting training and development,
appraising the performance of employees, deciding
compensations and providing benefits, motivating
employees, maintain proper relation with employees and
their trade unions, ensuring employees safety, welfare and
healthy measures in compliance with labor laws of the land
and finally following the orders/judgement of the concerns of
high court or supreme court, if any.
Therefore, Human Resource Management is
meant for proper utilization of available skilled
workforce and also to make efficient use of existing
human resource in the organization.
Human Resource Management suggest that
analytical and critical thinking skills, the ability to
lead individuals and groups and clear
communication and qualities important for
successful HR managers.
Equally important are characteristics that
enable HR managers to strike a balance
between being professional yet approachable,
because they have a responsibility to support
the entire workforce.
Human Resource Management is a
process of bringing people and organizations
together so that the goals of each are met.
Characteristics of Human Resource Management
1. Human Focus
Human Resource Management is primarily concerned with
managing the employees of an organization. It manages not
only the organized or unorganized workers in the
organization but also every employee working therein. It
covers all types of employees skilled and unskilled, clerical
and operating staff, executives and managers.
2. Management Function
Involves in planning, implementing and
controlling of acquisition, development,
utilization and maintenance of human
resources. HRM is concerned and closely
associated the strategic decision making
process of the organization involving and
functions in the organization.
3. Pervasive Functions
Human resource management is all pervasive. It has
universal application. Hence, it may be applied
in every type of organization-small or big,
manufacturing or trading, profit-making or
non-profit making, government,
semi-government or private industrial,
commercial or public utility concerns. It is an
integral part of the general management and it
extends throughout and also beyond each
organization.
4. Continuous Commitment
Human resource management is a continuous
and ongoing process. It is not something which
may be used casually or occasionally or here and
there or now and then. HRM is a continuous
function to keep the human resource
rejuvenated and to keep the wheel of production
moving.
5. Dynamic

It means HRM is a dynamic function whereby


the procedures and practices are influenced by
the environmental factors. Employees should
gain an updated knowledge and ability to work
in the changing environment.
6. System
HRM is a system of input, processing
and output. It utilizes the input
process and it also provide output.
Therefore, human resource
management is the combination of in
put, processing and output, which is
considered as a system.
7. Mutually-oriented
Human resource management deals with
employees both as individuals and as groups. It
aims at motivating the employees for getting
best results from them. It ensures commitment
of employees. It promotes mutuality between
employers and employees in term of mutual
objectives, mutual influence, mutual respect,
mutual reward and mutual responsibilities. It
focuses on team work.
RESER VATIONS OF
HUMAN RESOURCE
MANAGEMENT
HRM promises more than it can deliver.

Noon (1992) has commented that HRM has


serious deficiencies as a theory:

It is built with concepts and propositions, but the


associated variables and hypotheses are not made
explicit. It is too comprehensive If HRM is labelled
a it raises expectations about its ability to
describe and predict.
Guest (1991) believes that HRM is an but
ambiguous ; it is all hype and hope. Mabey et al
(1998) follow this up by asserting that heralded out
comes (of HRM) are almost without exception
unrealistically . To put the concept of HRM into
practice involves strategic integration, developing a
coherent and consistent set of employment policies, and
gaining commitment. This requires high levels of
determination and competence at all levels of
management and a strong and effective HR function
staffed by business-oriented people.
It may be difficult to meet these criteria, especially
when the proposed HRM culture conflicts with the
established corporate culture and traditional managerial
attitudes and behavior. Gratton et al (1999) are
convinced on the basis of their research that there is: a
disjunction between rhetoric and reality in the area of
human resource management between HRM theory and
HRM practice, between what the HR function says it is
doing and that practice as perceived by employers, and
between what senior management believes to be the role
of the HR function, and the role it actually plays.
In their conclusions they refer to the and rhetoric of
human resource . Caldwell (2004) believes that
HRM an unfinished project informed by a self- fulfilling
vision of what it should . In response to the above comments
it is agreed that many organizations that think they are
practicing HRM are doing nothing of the kind. It is difficult,
and it is best not to expect too much. Most of the managements
who hurriedly adopted performance- related pay as an HRM
device that would act as a lever for change have been sorely
disappointed. But the research conducted by Guest and Conway
(1997) covering a stratified random sample of 1,000 workers
established that a notably high level of HRM was found to be in
place.
This contradicts the view that management has tended to
talk the adoption of HRM practices. The HRM
characteristics covered by the survey included the
opportunity to express grievances and raise personal
concerns on such matters as opportunities for training
and development, communications about business issues,
single status, effective systems for dealing with bullying
and harassment at work, making jobs interesting and
varied, promotion from within, involvement programs, no
compulsory redundancies, performance-related pay,
profit sharing and the use of attitude surveys.
The morality of HRM
HRM is accused by many academics of being
manipulative if not positively immoral.

Willmott (1993) remarks that HRM operates as a form of


insidious by when it emphasizes
the need for employees to be committed to do what the
organization wants them to do. It preaches mutuality but
the reality is that behind the rhetoric it exploits workers.
It is, they say, a wolf in clothing (Keenoy, 1990a).
As Legge (1998) pointed out:
Sadly, in a world of intensified competition an
d scarce resources, it seems inevitable that, as
employees are used as means to an end, there
will be some who will lose out. They may even
be in the majority. For these people, the soft
version of HRM may be an irrelevancy, while
the hard version is likely to be an
uncomfortable experience.

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